91. The way you handle mistakes determines how willing people will be to bring you bad news. If people don’t bring the boss bad news, even worse things can happen.

92. Top-down management is usually counterproductive, but smart bosses know when to take control: in crisis, if decisions are risky or expensive, and if people are in such conflict that they’ve created gridlock the boss must break.

93. Hire people who are smarter than you and don’t be intimidated by them.

94. Find reasons big and small to celebrate. There’s no law that says workplaces can’t be happy places.

95. Let people know what you stand for, and what you won’t stand for. Take immediate action against dishonesty or discrimination.

96. You may be a happy workaholic who could live in the office, but don’t create a climate in which people feel they have to emulate you.

81. Planning is an important part of organizational success. But don’t be so wedded to a plan that you won’t amend it for a good reason.

82. Trust is the “killer app” of leadership. People choose to follow those they respect and who they believe have their best interests at heart.

83. In changing times, when people are trying new things, look for “quick wins” – small victories that help them feel confidence and see success.

84. Learn to manage across generations. Don’t succumb to stereotypical thinking that your elders are burned out and younger staffers are slackers. Learn about their lives and their influences and manage them accordingly.

85. Brainstorming meetings work best if you make them safe places. Ask people to withhold criticism while ideas are flowing.

86. Don’t set yourself up as the sole ethics guru of your work group. Build a culture in which everyone knows how to think through ethical challenges.

87. Training is often the first victim of a tough economy. Be creative. You have smart people on staff who can teach and coach others.

88. Who’s the best boss you boss ever worked for? Figure that out and you’ll get insights into what your manager values in a leader and how you measure up.

89. Too many bosses neglect to think strategically and focus only on their slice of the organization. Smart bosses look at the big picture, always re-examining systems and structure to connect with organizational goals.

90. If you’re asked to lead a new team, go on a listening tour. Get to know people and solicit ideas for improvement before making your own changes

65. The most dangerous response from employees: “Just tell me what you want.” It means you’ve driven out independent thinking.

66. Organizational culture is more than slogans and traditions. It’s assumptions so deep people don’t even talk about them. To change a culture you have to identify and change old assumptions.

67. Time-challenged bosses who want to provide more feedback can’t add hours to their days, but they can consciously upgrade the quality of each connection they make with people to include specific words of feedback.

68. What you measure is what you value. The metrics you use drive performance – for better or worse. What are you measuring?

69. It’s up to you to adapt to your boss’ style. Managing your boss is key to the success of your team and your own career.

70. Work and life are never really in balance because balance means identical measures of work and home time. Strive for work-life harmony instead, where the benefits of each aspect of your life make you more happy and valuable.

38. Let there be fun at work, but don’t force it. Let your employees lead the laughter.

39. When employee laughter is directed at you, be a good sport. It’s so much fun to laugh at the boss.

40. Advice to new bosses who are invited to staff social events: Drink less; leave earlier than others. You’ll remember everything you said, and you’ll give people freedom to critique management just like you always did as an employee.